SUSTAINABILITY MANAGEMENT PLAN 2014 BUILDING A FUTURE TOGETHER DALLAS/FORT WORTH INTERNATIONAL

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1 SUSTAINABILITY MANAGEMENT PLAN 2014 BUILDING A FUTURE TOGETHER DALLAS/FORT WORTH INTERNATIONAL

2 ONTENTS 1 6 Page 2 EXECUTIVE SUMMARY A summary of DFW s Sustainability Management Plan and the path forward FOCUS AREAS AND GOALS Sustainability areas and goals that drive the overall program Page 336 ACKNOWLEDGEMENTS A list of stakeholders who were involved in developing the Sustainability Management Plan Page 132 INTRODUCTION 3 A brief history of DFW s sustainability program and the purpose of the Sustainability Management Plan Page 17 STAKEHOLDER OUTREACH 4 The model for stakeholder engagement that was used to develop the Sustainability Management Plan Page 22 PAST ACHIEVEMENTS AND FUTURE ENDEAVORS A baseline assessment, key performance indicators, metrics, targets, and ongoing and future initiatives Page 387 NEXT STEPS A plan for implementation of the Sustainability Management Plan Page 758 APPENDIX LIST OF EXISTING PRACTICES A comprehensive list of existing sustainability practices Page 80A VISION STATEMENT The foundation of the Sustainability Management Plan Page 295 APPENDIX LIST OF ACRONYMS A comprehensive list of acronyms used throughout the Sustainability Master Plan Page 80B

3 1EXECUTIVE SUMMARY 2

4 Executive Summary Dallas/Fort Worth International Airport (DFW) is committed to enhancing sustainability progress at the airport and in the broader community. For over a decade, DFW has been focused on reducing its impacts to the environment, supporting the community and maximizing its role as an economic engine for the North Central Texas area. In addition to improving its own operations, DFW employees have also participated in and provided leadership for sustainability efforts taking place locally, regionally, nationally and globally. As demonstrated in DFW s sustainability policy and annual sustainability reports, the airport strives to achieve optimal results in the areas of finance, social responsibility and environmental stewardship. This Sustainability Management Plan was developed as part of FAA s Sustainability Management and Master Plan Pilot Program, which provided DFW with a unique opportunity to elevate its sustainability program to the next level. As a participant in the third round of this grant program, DFW joins 44 other domestic airports in developing a Sustainability Management or Master Plan and sharing lessons learned with the airport industry. The collective experience of the Pilot Program airports will help to shape future guidance on airport sustainability planning. 3

5 PURPOSE OF THE SUSTAINABILITY MANAGEMENT PLAN The purpose of this Sustainability Management Plan is to develop a roadmap for enhancing DFW s sustainability program through collaboration with stakeholders. Together, DFW and the community strengthened DFW s sustainability foundation by creating a common vision, selecting focus areas for improvement, and establishing meaningful goals, key performance indicators and metrics for measuring progress. Following, a comprehensive baseline assessment was conducted to better understand DFW s past achievements and current efforts and to set achievable targets for the future. Based on stakeholder contributions and the information collected during the Plan development, DFW identified short-term, medium-term and long-term actions to reach the targets and further integrate sustainability into its culture and day-to-day business practices. Implementation and monitoring plans were also developed to allow DFW to evaluate progress and create a cycle of continuous improvement. 4

6 STAKEHOLDER OUTREACH VISION Stakeholder involvement in the planning and implementation of DFW s sustainability Together with its stakeholders, DFW developed a vision to serve as a common program is of paramount importance to the airport. Development of the foundation for the sustainability program. Although a sustainability policy has Sustainability Management Plan provided a unique forum to bring together interested been in place since 2008, a formal vision statement was created to help strengthen stakeholders and shape the future of DFW s sustainability story. DFW developed the airport s message regarding its commitment to sustainability. The vision is a stakeholder engagement model to efficiently engage participants and leverage consistent with the four pillars of the Strategic Plan (Cost their strengths. The stakeholder model included three groups of people: 1) a Core Competitive, Customer Satisfaction, Operational Excellence Team responsible for decision-making, 2) the Sustainability and Employee Engagement) and DFW s five Beliefs Implementation Team (SIT), (Innovating Wins, Stepping Up, an internal team who will Owning It, You re Important, Assist with planning ultimately be accountable Review and comment on and Reaching Out). Through Generate ideas and assist major SMP elements for implementation of with KPIs SUSTAINABILITY SUSTAINABILITY collaboration, communication sustainability initiatives, and IMPLEMENTATION ADVISORY Identify opportunities and Share employee ideas and synergies and coordination, sustainability practical application TEAM (SIT) COUNCIL (SAC) 3) the Sustainability Advisory Promote awareness of SMP Promote awareness of SMP principles and concepts can be Participate in sustainability Council (SAC), a team Ongoing implementation activities used to accomplish the goals of of SMP of external stakeholders the strategic plan and to foster to serve in an advisory a culture consistent with DFW s Commercial role. Led by the Enterprise Sustainability Development Beliefs. Program Manager, the stakeholders were brought together through Public Affairs Government Relations workshops, surveys, and s to review progress, brainstorm Concessions ideas, and identify synergies and challenges. 5 5

7 VISION COLLABORATION COORDINATION COMMUNICATION COST COMPETITIVE CUSTOMER SATISFACTION OPERATIONAL EXCELLENCE EMPLOYEE ENGAGEMENT Dallas/Fort Worth International Airport (DFW) recognizes that applying sustainability principles throughout our organization plays a critical role in achieving our goals to keep DFW cost competitive, create customer satisfaction, deliver operational excellence and foster employee engagement. Building on our Beliefs, DFW strives to integrate sustainable thinking into all aspects of our day-to-day activities to strengthen our commitment to our airport, our people, our community, and our environment. Understanding we are a part of a greater whole within our industry and community, we will work collaboratively with our stakeholders and partners to implement the innovation and change necessary to protect our natural resources and allow future generations to thrive. 6 6

8 COMMUNICATION AND EDUCATION EMPLOYEE PARTICIPATION LEADERSHIP PROCUREMENT SUSTAINABLE INFRASTRUCTURE AND RESILIENCY ASSET OPTIMIZATION FOCUS AREAS AND GOALS The goal-setting process for the DFW Sustainability Management Plan began by identifying focus areas, or broad categories in which the airport hopes to affect change or continue ongoing sustainability efforts. Once the focus areas were established, goals were set that are closely aligned with the Strategic Plan. The focus areas and goals serve as the drivers for the selection of future sustainability initiatives at the airport. COMMUNITY PARTNERSHIPS ENERGY AND AIR WASTE WATER ENVIRONMENT BIODIVERSITY AND NATURAL 7 7

9 SUSTAINABILITY GOALS OPERATIONAL EXCELLENCE COST COMPETITIVE CUSTOMER SATISFACTION EMPLOYEE ENGAGEMENT SUSTAINABLE BIODIVERSITY INFRASTRUCTURE AND NATURAL PROCUREMENT AND RESILIENCY ASSET OPTIMIZATION ENERGY AND AIR ENVIRONMENT WATER WASTE COMMUNITY PARTNERSHIPS COMMUNICATION AND EDUCATION EMPLOYEE PARTICIPATION LEADERSHIP Measure the sustainable materials and services procured to minimize upstream and downstream impacts Measure the purchase of goods and services from North Central Texas Minimize resource demands and impacts of construction for building and non-building development Invest in public infrastructure that supports sustainability goals Evaluate and improve infrastructure and operations for climate change impacts Reduce overall lifecycle cost for capital investments Optimize efficiency of fleet operations Decrease energy and fuel use Increase alternative fuel usage use and grow the alternative energy portfolio Increase biodiversity and preserve natural areas Reduce the use of potable water Increase the use of reclaimed water Minimize the downstream impacts of stormwater Decrease generation of municipal solid waste and hazardous waste Increase recycling Act as a good neighbor to the residents and businesses surrounding the airport Support economic development in the regional community Increase outreach with employees, tenants, travelers, and the community related to sustainability Provide healthy lifestyle choices to travelers and employees Facilitate sustainable choices and decision-making to incorporate sustainability into business practices Decrease air emissions Be viewed as an employer of choice by providing a safe, diverse, and fair working environment for employees Advance DFW s leadership in environmental, social and economic activities in the global, national and North Central Texas communities Primary Focus Area 8

10 Future Initiatives Ongoing Initiatives Near Term (1-2 Years) Medium Term (2-4 Years) Long Term (4+ Years) Green Procurement Team Define local products and services Improve communication and tracking Collaborate on procurement in Procurement Identification of warehouse products with sustainability attributes Educational module for green procurement and measure the baseline Develop process for selecting sustainable alternatives (e.g., refrigerants, paper, custodial) between procurement and other departments to streamline process. (e.g., coding in procurement tracking system is different than coding in CMMS system). custodial, TSA, and concessionaire contracts. Green Building Standards Evaluate current and future Develop a Climate Action Plan Develop sustainable design Sustainable Infrastructure and Resiliency infrastructure for climate change risk Integrate sustainable infrastructure checklist into project development process Review and amend Green Building Standards, integrate with new LEED TM and Envision TM rating systems Collaborate with owner cities on updating of building codes to be more sustainable (e.g. incorporating the International Green Construction Code). and construction standards for concessionaires and tenants and create a process for enforcement and recognition. Utilize CMMS to capture fleet asset Produce and distribute fleet Identify, implement and provide training Use TRIP documentation to define data sustainability scorecard to end users on a lifecycle costing tool to inform asset (aggregation level) for building Asset Optimization Develop sustainability criteria for fleet renewal process operations, maintenance, planning and design. Use GPS to track vehicle use and driver behavior and use the data to manage the fleet. assets and use this definition to expand to asset information collected for the rest of the airport. Acquire clean vehicles for the fleet 9

11 Future Initiatives Ongoing Initiatives Near Term (1-2 Years) Medium Term (2-4 Years) Long Term (4+ Years) Preconditioned Air (PCA), Identify grant opportunities for energy Optimize PCA/Power utilization Explore the use of virtual training for District Heat/Cool, Thermal Storage and air quality improvements associated by using runtime meters to track the Fire Training Facility to reduce the Photovoltaic Array, Solar Thermal, Geothermal with CTA expansion Identify and evaluate future percentage used by tenants and recognize them accordingly. use of fuel and water and reduce air quality impacts. Biodiversity Water and Natural Energy and Air Environments Lighting Upgrades, Automation and Controls, Continuous Commissioning Watershed Management Program Airport Image Elements (landscaping guidelines) Reclaimed Water Distribution Water Efficient Building Fixtures (WaterSense ) opportunities to deploy renewable energy strategies Develop energy efficiency outreach program for employees Participate in ACI s Airport Carbon Accreditation program Baseline preservation area and biodiversity value Develop an outreach program for employees, customers and tenants on water conservation ideas for at work and at home Identify and evaluate stormwater capture and reuse opportunities Escalate WaterSense promotional partner communication Develop and enforce an anti-idling policy Create a tree mitigation plan Increase use of native species, drought tolerant landscaping, and low impact development (LID) techniques for airport-controlled land Identify and evaluate opportunities to convert properties to minimal irrigation and/or reclaimed water irrigation Create a preservation bank in coordination with NCTCOG for both on and/or off-site habitats. Implement a turf replacement program to plant buffalo grass or new varieties of St Augustine Develop a water metering monitoring system to identify outliers quickly and connect it to the new leak detection system Reduce potable water use for fracking, either through re-use of the water or use of reclaimed water. Participate in regional long-term planning on water availability (led by NCTCOG) 10

12 Future Initiatives Ongoing Initiatives Near Term (1-2 Years) Medium Term (2-4 Years) Long Term (4+ Years) Waste In-house collection of paper, plastic, aluminum, cardboard Composting with HMS Host W/R as a service to Tenants Complete W/R Management Plan Establish hazardous waste target Expand composting and food donation programs with concessionaires Broaden recycle efforts, targeting volumes, emphasizing recycle as primary option and improving infrastructure in offices and terminals Identify and evaluate opportunities for single comingled stream recycling Evaluate SOC and Accounting to incentivize recycling and eliminate system gaming Research and promote tools and technologies as an alternative to paper and encourage users to change old processes/ways of thinking in regards to printing, storing and managing paper. Community Partnerships BDD Programs Annual United Way Campaign Develop targets for direct economic value generated and proportion of senior management from local communities Develop a baseline for volunteer/service hours contributed Airport wide Continue to host and participate in SAC and NCTESF meetings for regional sustainability coordination Formally include Impacts to Society criterion in the decision-making process for development projects Partner with local transportation agencies to promote commuter options and increase ridership by employees and customers on systems such as the DART Help to form and participate in a North Central Texas Working Group to create a dialogue about climate change risk Communication and Education Sustainability Page (internal and external) External Reporting Employee and Department Sustainability Recognition Program Develop Sustainability Communications strategies for various customer groups Develop educational sustainability campaign for employees ( how to format) For all presentations (internal and external), include 1-2 sustainability slides and tie them into the topic Develop educational talking points for communities so that they can address concerns about the airport and market the airport s successes using proper language and facts Measure how often the terminal fitness options are used and adjust the operations accordingly Improve airline communication and tenant coordination regarding sustainability initiatives Develop a DFW sustainability app that employees can use to learn about sustainability, track progress, get ideas and submit ideas Develop a requirement for vendors to post nutrition information at food stations 11

13 Future Initiatives Ongoing Initiatives Near Term (1-2 Years) Medium Term (2-4 Years) Long Term (4+ Years) Green ITS Team Sustainability Recognition Program for Include one sustainability initiative in Develop a formal tracking process Employee Participation Green Purchasing Team Green Building Team Individuals Sustainability Recognition Program for Projects and/or Project Teams Conduct a poll with employees to determine what aspects of working at DFW are most important to them the annual departmental goals Create a process to collect sustainability ideas from employees for tracking volunteer hours and recognizing the employee s actions, potentially as part of the performance appraisal process and use this data to continue being an employer of choice Clean Texas Platinum Continue to host and participate in Host a national forum with airports, Support the development of alternative EPA WaterSense SAC and NCTESF meetings for regional sustainability coordination vendors and FBOs to share best practices and collaborate on activities, aviation fuels by partnering with organizations such as CAAFI to run EPA Green Power Partnership Communicate with stakeholders regularly such as HMSHost s food donation program testing programs at DFW Start a Speakers Bureau or Ambassador Program that involves Leadership employees helping to train and educate others on sustainability Continue to evaluate on-site renewables as the economics change and partner with local utilities and regional communities to develop demonstration projects 12

14 52ACKNOWLEDGEMENTS SECTION TITLE HERE 13

15 Acknowledgements DFW would like to acknowledge the contributions of its stakeholders in the development of this Sustainability Management Plan. Their insight made it possible to develop a plan that is both practical and achievable while maximizing the airport s sustainability. Future involvement of the stakeholders will undoubtedly help DFW to evaluate and enhance its ongoing sustainability program. Participants in the Sustainability Management Plan development include: 14

16 AIRPORT EMPLOYEES Nick Alford Peter Barwinkel Andy Bell Jeff Benvegnu Alan Black Catherine Boyles Sonya Bridges John Brookby Reem Brooks Mitzi Chollampel Irene Clark David Comeaux Jim Crites Jonathan DeJesus Sarah Douglas Joanne Garcia Amanda-Rae Garcia Rusty Hodapp Lisa Hughes Laura Keesee James Kindred Sandra Lancaster Tamela Lee Kevin Litzman Paul Martinez Charles McArdle Wade McLaurin Carmen Miller Michael Morford Renita Philipose Lisa Pope Mary Reynolds Tomas Rivera Elaine Rodriguez Kris Russell Kevin Sewell Michael Spears Jason Stauty Brandon Steinmann Devon Tiner Dale Walker Ashley White Asciatu Whiteside Brian Yancy 15

17 COMMUNITY MEMBERS Sam Steele, City of Fort Worth Samuel Gunderson, City of Fort Worth Sami Roop, City of Fort Worth Theresa O Donnell, City of Dallas Kevin Lefebvre, City of Dallas Frank Camp, City of Dallas Katherine Barnett, City of Denton Renee Bellew, USEPA Clovis Steib, USEPA Jed Vinson, Bear Creek Golf Course J. Michael Gould, Texas A&M Troy England, HMHost Tom Opderbeck, American Airlines Danny Brundage, Hyatt Edith Marvin, NCTCOG Jack Tidwell, NCTCOG Mike Eastland, NCTCOG Joyce Stubblefield, USEPA Debora Browning, USEPA Julie Hankinson, USEPA James Yarbrough, USEPA 16

18 53INTRODUCTION SECTION TITLE HERE 17

19 Introduction Dallas/Fort Worth International Airport (DFW) has a rich history of advancing sustainability principles, both at the airport and in the broader community. For over ten years, DFW has been focused on reducing its impacts to the environment, supporting the community, and maximizing its effects as an economic engine for the North Central Texas area. Early on, projects aimed at emissions reduction, energy efficiency, renewable energy generation, water conservation, enhanced public transportation, and fleet vehicle conversions were completed to improve the airport s sustainability performance. To emphasize its commitment to sustainability, a formal sustainability policy, brand and tagline were developed in 2008 and internal Green Teams were put in place in In 2012, DFW released its first Sustainability Report, which was prepared in accordance with the Global Reporting Initiative (GRI). Subsequent reports were published in 2013 and 2014 that outlined the continued efforts of the airport to integrate sustainability into its culture. At the same time that DFW was focused on improving its own operations, airport employees were also participating in sustainability efforts taking place locally, regionally, nationally and globally. In particular, the airport participates in the North Central Texas Environmental Stewardship Forum (NCTESF), which is focused on finding 18

20 points of collaboration and streamlining sustainability efforts across the region. DFW is also an active participant in the Transportation Research Board s (TRB s) Airport Cooperative Research Program (ACRP) and other sustainability programs and committees taking place nationwide. More recently, DFW has been reaching out to international airports to share its sustainability story. The FAA s Sustainability Master and Management Plan Pilot Program is a unique opportunity to help DFW elevate its sustainability program to the next level. As a participant in the third round of the grant program, DFW joins 44 other U.S.-based airports in developing a Sustainability Management Plan or Sustainability Master Plan and sharing lessons learned with the airport industry. The collective experience of the Pilot Program airports will help to shape future guidance on airport sustainability planning. WHAT SUSTAINABILITY MEANS TO DFW For DFW Airport, sustainability relates to the commitment of conducting business responsibly and allowing the benefits of the airport s work to flow naturally to all stakeholders. Rather than focus on solely monetary success, DFW strives to obtain optimal results in the areas of finance, social responsibility, and environmental stewardship, otherwise known as the Triple Bottom Line of profit, people, and planet. Sustainability touches everyone and means making business decisions that positively impact the airport, the employees and the DFW AIRPORT community. As outlined in the airport s sustainability policy, being sustainable involves PEOPLE Maximize Performance PLANET Minimize Footprint PROFIT Reduce Costs Grow Revenue 19

21 business operations and development that meets the need of the present without compromising the ability of future generations to meet their own needs by considering long-term economic, environmental and social impacts of current activities. DFW S SUSTAINABILITY MANAGEMENT PLAN COMMUNITY The purpose of this Sustainability Management Plan is to develop a roadmap for enhancing DFW s sustainability efforts through collaboration with stakeholders. Together, DFW and the community will strengthen the foundation of the sustainability program through the creation of a common vision, selection focus areas for improvement, and establishment of meaningful goals. A comprehensive baseline assessment was conducted to better understand DFW s past achievements and current efforts, and to set achievable targets for the future. Based on stakeholder information and the information collected during the Plan development, DFW was able to identify short-term, medium-term and long-term actions to further integrate sustainability into its culture and business practices. Implementation and monitoring plans were also developed to allow DFW to evaluate its progress and create a cycle of continuous improvement. AIRPORT PEOPLE 20

22 Develop Roadmap Define Stakeholder Groups Create Vision SUSTAINABILITY MANAGEMENT PLAN DEVELOPMENT PROCESS Set Focus Areas & Goals Meet with Stakeholders Define KPIs & Metrics for Each Goal Conduct Baseline Assessment Set Targets Meet with Stakeholders Identify Potential Actions to Meet Targets Finalize Goals & Targets Select Short-term & Long-term Actions Develop Sustainability Management Plan Stakeholder Outreach 21 21

23 54STAKEHOLDER SECTION TITLE OUTREACH HERE 22

24 Stakeholder Outreach Stakeholder involvement in the planning and implementation of DFW s sustainability program is of paramount importance to the airport. Development of the Sustainability Management Plan provided a unique forum to bring together interested stakeholders and shape the future of DFW s sustainability story. In the early development stages of the Sustainability Management Plan, DFW identified stakeholders and developed a model to efficiently engage the participants and leverage their strengths. The stakeholder model include three main groups of people: 1) a Core Team responsible for decision-making, 2) the Sustainability Implementation Team (SIT), an internal team who will ultimately be accountable for implementation and 3) the Sustainability Advisory Council (SAC), an external team of community partners, regulatory agencies, and airport tenants to serve in an advisory role. Several departments, including Commercial Development, Public Relations, Concessions, and Government Relations, participated on both the internal and external teams due to their inherent nature of working with tenants and the airport community. Led by the Enterprise Sustainability Programs Manager, the stakeholders were brought together through workshops, surveys, and s to review progress, brainstorm ideas, and identify synergies and challenges. 23

25 Assist with planning Generate ideas and assist with KPIs Share employee ideas and practical application Promote awareness of SMP Ongoing implementation of SMP SUSTAINABILITY IMPLEMENTATION TEAM (SIT) SUSTAINABILITY ADVISORY COUNCIL (SAC) Review and comment on major SMP elements Identify opportunities and synergies Promote awareness of SMP Participate in sustainability activities Commercial Development Public Affairs Government Relations Concessions CORE TEAM The Core Team was designed to engage decision-makers within DFW and to interface with the entire organization in an effective and efficient manner. The Core Team included the Executive Vice President for Operations, Vice President of Energy, Transportation and Asset Management, the Enterprise Sustainability Programs Manager, and the Sustainability Administrator. The Core Team was involved in every aspect of the development of the Sustainability Management Plan, including developing the strategic roadmap, drafting the vision, focus areas and goals, and prioritizing and selecting initiatives for future implementation. The Core Team was also responsible for organizing the stakeholder activities and communicating with the participants. SUSTAINABILITY IMPLEMENTATION TEAM (SIT) With more than 1,700 employees working directly for the DFW Airport Board, the people that keep the airport operating safely and consistently are DFW s greatest asset. As the people closest to DFW s operations and infrastructure, the airport s employees have the greatest insight into how to improve sustainability practices and further integrate sustainability into airport culture. As those responsible for implementing the Sustainability Management Plan, the SIT plays a crucial role in making the Plan practical and achievable. The SIT s mission is: 24

26 The goal of the DFW Sustainability Implementation Team (SIT) is to aid in the development of the Sustainability Management Plan (SMP) and to guide the vision, goals and initiatives so they are implementable and integrated into all aspects of DFW s operation. The SIT will aid in the implementation of the SMP to further the airport s commitment to economic growth, environmental stewardship, and social responsibility. SIT members are important agents for change and will be actively involved in enhancing communication, education and collaboration to achieve the airport s mission, support DFW s sustainability efforts and use resources efficiently. The SIT will: Participate in the planning process Generate ideas for potential initiatives for sustainability improvement Assist in the development of KPIs for tracking progress Act as a bridge between employee ideas and their practical implementation Promote DFW s SMP and the airport s reputation as a sustainability leader in the North Texas region and worldwide Support ongoing implementation of the SMP Assist with planning Generate ideas and assist with KPIs Share employee ideas and practical application Promote awareness of SMP Ongoing implementation of SMP SUSTAINABILITY IMPLEMENTATION TEAM (SIT) SUSTAINABILITY ADVISORY COUNCIL (SAC) Review and comment on major SMP elements Identify opportunities and synergies Promote awareness of SMP Participate in sustainability activities Commercial Development Public Affairs Government Relations Concessions 25

27 SUSTAINABILITY ADVISORY COUNCIL (SAC) In addition to engaging employees, DFW is committed to working with its neighbors to enhance the sustainability of the region. As an economic engine for North Central Texas, the airport works closely with the tenants, owner cities, surrounding communities, regulators, universities, and transportation agencies to improve quality of life, protect the environment and stimulate the local, regional and global economies. Using this regional perspective, community partnerships are a critical component to DFW s sustainability efforts. The SAC is charged with advising the SMP development and identifying synergies within North Central Texas. 26

28 The DFW Sustainability Advisory Council (SAC) will represent interests of major DFW stakeholders and provide advice to the SMP project team during the course of the project. The SAC will: Review and provide comments on the major elements of the DFW Sustainability Management Plan (SMP) during development Identify potential opportunities, challenges, partnerships, and resources Advise on synergies between DFW s sustainability program and those underway in North Texas Promote understanding and awareness of DFW s sustainability efforts among other stakeholders Participate in activities aimed at achieving DFW s sustainability goals and integrating sustainable practices throughout North Texas Assist with planning Generate ideas and assist with KPIs Share employee ideas and practical application Promote awareness of SMP Ongoing implementation of SMP SUSTAINABILITY IMPLEMENTATION TEAM (SIT) SUSTAINABILITY ADVISORY COUNCIL (SAC) Review and comment on major SMP elements Identify opportunities and synergies Promote awareness of SMP Participate in sustainability activities Commercial Development Public Affairs Government Relations Concessions 27

29 STAKEHOLDER ACTIVITIES Two workshops were held with the stakeholder teams during the development of the Sustainability Management Plan. The first workshop focused on the vision, focus areas and goals for the Plan, while the second workshop focused on initiatives and implementation details. In each case, draft content was prepared prior to the workshops and then reviewed by the stakeholders using small focus group discussions as well as dialogues within a large group setting. The workshops were followed up by a survey and/or to create additional feedback methods for the participants. The conversations with the stakeholders provided invaluable input to the Sustainability Management Plan, informing everything from the overall direction of the sustainability program to the specific initiatives that were selected for implementation. Moving forward, DFW will continue to meet with the stakeholders as the sustainability program progresses. 28

30 55VISION SECTION TITLE HERE 29

31 Vision As a first step in developing the Sustainability Management Plan, a vision was cast to serve as a unifying theme for DFW s sustainability program. Although a sustainability policy has been in place at DFW since 2008, a formal vision statement was created to help strengthen the airport s message regarding its commitment to sustainability. A conscious effort was made to ensure the vision statement is consistent with the four key results of the Strategic Plan (Cost Competitive, Customer Satisfaction, Operational Excellence, and Employee Engagement) and DFW s five Beliefs (Innovating Wins, Stepping Up, Owning It, You re Important and Reaching Out), and emphasizing the 30

32 integration of sustainability into the culture and day-today operations of the airport. Through collaboration, communication and coordination, sustainability principles and concepts can be used to accomplish the goals of the Strategic Plan and to foster a culture consistent with DFW s Beliefs. The YOU RE sustainability IMPORTANT vision was developed by the Core Team and presented to the internal and I value you, your unique contributions and and your your success. success. external stakeholder groups in a workshop setting to garner their input and buy-in. The OWNING IT IT stakeholders asked questions and discussed I own the DFW experience and and I do the I do right the things right things to their to achieve thoughts results. about the vision statement, including how it would impact their daily STEPPING UP UP activities, how it could be viewed by residents I overcome obstacles and and influence outcomes. outcomes. and travelers, the opportunities it would create and the challenges it would present. The stakeholder feedback greatly enhanced the airport s vision and was incorporated into the final statement. Moving forward, DFW s sustainability vision statement will be the foundation upon which the airport enhances its sustainability efforts. REACHING OUT OUT I collaborate with with others to build to build trust trust and mutual and mutual success. success. INNOVATING WINS I create leading-edge solutions that that set the set standard. the standard. 31

33 VISION COLLABORATION COORDINATION COMMUNICATION COST COMPETITIVE CUSTOMER SATISFACTION OPERATIONAL EXCELLENCE EMPLOYEE ENGAGEMENT Dallas/Fort Worth International Airport (DFW) recognizes that applying sustainability principles throughout our organization plays a critical role in achieving our goals to keep DFW cost competitive, create customer satisfaction, deliver operational excellence and foster employee engagement. Building on our Beliefs, DFW strives to integrate sustainable thinking into all aspects of our day-to-day activities to strengthen our commitment to our airport, our people, our community, and our environment. Understanding we are a part of a greater whole within our industry and community, we will work collaboratively with our stakeholders and partners to implement the innovation and change necessary to protect our natural resources and allow future generations to thrive. 32

34 56FOCUS SECTION AREAS TITLE AND HEREGOALS 33

35 Focus Areas and Goals The DFW goal-setting process began by identifying focus areas, or broad categories in which the airport hopes to affect change or continue ongoing sustainability efforts. Once focus areas were established, goals were set that are closely aligned with the Strategic Plan. The focus areas and goals serve as the drivers for the selection of future sustainability initiatives at the airport. FOCUS AREAS A list of potential focus areas was identified based on best practices currently in the aviation industry and an assessment of DFW s current sustainability activities. Resources such as the Global Reporting Initiative (GRI), the Envision TM Rating System for Sustainable Infrastructure, CDP (formerly the carbon disclosure project), LEED TM, ISO Guidance on Social Responsibility, and the Global 100 were also evaluated for applicable focus areas. The list of potential focus areas was then mapped to the four pillars of the Strategic Plan to understand how they would align with the airport s overall business plan. In addition, an inventory of the airport s existing sustainability 34

36 activities was also compared to the focus areas to determine where DFW s efforts were currently being placed and where the greatest opportunities lie. Based on this analysis and stakeholder contributions, eleven focus areas were selected: PROCUREMENT WASTE BIODIVERSITY AND NATURAL ENVIRONMENT EMPLOYEE PARTICIPATION SUSTAINABLE INFRASTRUCTURE AND RESILIENCY ASSET OPTIMIZATION COMMUNITY PARTNERSHIPS LEADERSHIP WATER ENERGY AND AIR COMMUNICATION AND EDUCATION GOALS After the focus areas were established, goals were developed based on existing commitments and activities, industry standards and leading trends in sustainability and social responsibility. In many cases, the goals applied to more than one focus area and more than one component of the Strategic Plan. The goals were originally developed by the Core Team and reviewed and approved by the stakeholders during a workshop and follow-up communications. 35

37 FOCUS AREA DEFINITIONS OPERATIONAL EXCELLENCE PROCUREMENT Enhance DFW s green procurement program and evaluate the supply chain for opportunities to reduce environmental, social and economic impacts SUSTAINABLE INFRASTRUCTURE AND RESILIENCY Advance the Green Building Standards, develop a sustainable infrastructure program for non-building projects and evaluate and improve infrastructure for climate change impacts ASSET OPTIMIZATION ENERGY AND AIR Explore how to increase the useful life and decrease lifecycle costs for equipment, specifically the fleet Investigate additional opportunities to reduce energy demand and optimize energy supply to bring DFW s energy program to the next level CUSTOMER SATISFACTION COMMUNITY PARTNERSHIPS Document and optimize DFW s contributions to community programs and quality of life COMMUNICATION AND EDUCATION Tell DFW s sustainability story, including their vision and achievements, and provide information to assist customers and employees to improve their sustainability thinking COST COMPETITIVE BIODIVERSITY AND NATURAL ENVIRONMENT WATER Reduce impacts to natural areas and watersheds and promote biodiversity and preservation of protected lands Decrease water use and improve and protect stormwater quality and control quantity EMPLOYEE PARTICIPATION WASTE EMPLOYEE ENGAGEMENT LEADERSHIP Facilitate employees becoming more active in identifying and implementing sustainability initiatives Continue to provide leadership in the area of sustainability by sharing lessons learned, participating in innovative technology development, and providing opportunities for employees to transfer their knowledge in global, national and local forums Better understand recycling and waste reduction activities and identify opportunities for improvement Four Key Results of the Strategic Plan 36

38 SUSTAINABILITY GOALS OPERATIONAL EXCELLENCE COST COMPETITIVE CUSTOMER SATISFACTION EMPLOYEE ENGAGEMENT SUSTAINABLE BIODIVERSITY INFRASTRUCTURE AND NATURAL PROCUREMENT AND RESILIENCY ASSET OPTIMIZATION ENERGY AND AIR ENVIRONMENT WATER WASTE COMMUNITY PARTNERSHIPS COMMUNICATION AND EDUCATION EMPLOYEE PARTICIPATION LEADERSHIP Measure the sustainable materials and services procured to minimize upstream and downstream impacts Measure the purchase of goods and services from North Central Texas Minimize resource demands and impacts of construction for building and non-building development Invest in public infrastructure that supports sustainability goals Evaluate and improve infrastructure and operations for climate change impacts Reduce overall lifecycle cost for capital investments Optimize efficiency of fleet operations Decrease energy and fuel use Increase alternative fuel usage use and grow the alternative energy portfolio Increase biodiversity and preserve natural areas Reduce the use of potable water Increase the use of reclaimed water Minimize the downstream impacts of stormwater Decrease generation of municipal solid waste and hazardous waste Increase recycling Act as a good neighbor to the residents and businesses surrounding the airport Support economic development in the regional community Increase outreach with employees, tenants, travelers, and the community related to sustainability Provide healthy lifestyle choices to travelers and employees Facilitate sustainable choices and decision-making to incorporate sustainability into business practices Decrease air emissions Be viewed as an employer of choice by providing a safe, diverse, and fair working environment for employees Advance DFW s leadership in environmental, social and economic activities in the global, national and North Central Texas communities Primary Focus Area 37

39 5 PAST ACHIEVEMENTS SECTION TITLE HERE 7AND FUTURE ENDEAVORS 38

40 Past Achievements and Future Endeavors The heart of the Sustainability Management Plan is developing a path forward to enhance DFW s sustainability program. Understanding the airport s past achievements and current sustainability practices is a key step in creating a plan for future action. In addition, it is important to identify key performance indicators (KPIs) and metrics in order to measure progress toward achieving the sustainability goals. Together, the baseline assessment results, KPIs and metrics allow DFW to set meaningful targets and select near-term, medium-term and long-term initiatives that ensure those targets are met. KEY PERFORMANCE INDICATORS AND METRICS There was recognition early in the sustainability planning process that KPIs would play a critical role in tracking and improving DFW s sustainability program. In particular, gaining buy-in on KPIs from employees who will ultimately be responsible for implementation of sustainability practices and monitoring their success was an important focus of the development of the Sustainability Management Plan. Throughout the planning process, from vision statement development to the selection of focus areas and goals, KPIs were continually evaluated for applicability to the Sustainability Management Plan, the Strategic Plan and the existing GRI 39

41 reporting framework which DFW has selected as the format for its sustainability reporting. After the goals were finalized, a thorough analysis of KPIs was conducted. For each goal, potential KPIs were examined and modified, using resources such as existing airport KPIs, industry standards and, similar to the focus area evaluation, references such as GRI, Envision TM, CDP, LEED TM, ISO Guidance on Social Responsibility, and the Global 100. The list of potential KPIs was presented to the stakeholders during a workshop and finalized based on their feedback. Following selection of the KPIs, specific metrics were developed to provide definition and measurability to each indicator. Metrics were chosen based on information that was already collected by DFW, data availability, and long-term data collection efforts. The intent of this effort was to leverage data already available through the airport s many compliance and tracking programs while minimizing new data collection efforts. In many cases, the metrics were normalized using industry standards such as per passenger, per enplanement, per operation, per square foot, per acre, and per revenue. The KPIs and metrics laid the groundwork for the baseline assessment, during which the indicators and metrics were modified based on details collected in the field. BASELINE ASSESSMENT After the KPIs and metrics were selected, a baseline assessment was conducted to understand airport performance in each focus area, identify trends based on existing initiatives, and guide future activities. The baseline was also used to refine the sustainability goals and set specific, measurable performance targets. With ongoing 40

42 ADATA GATHERING & INVESTIG implementation and performance measurement in mind, one key component of the baseline assessment was to create replicable processes for data collection and streamline future progress reporting. The baseline assessment was broken down into three parts: 1) existing practices research, 2) data gathering and investigation and 3) analysis and establishment of the baseline. Existing EXISTING PRACTICES RESEARCH BASELINE ASSESSMENT TION ANALYSIS & ESTABLISHMENT OF BASELINE practices were primarily identified by a review of available literature such as reports, studies, and plans; interviews with key DFW employees; and an internal stakeholder survey. The online survey asked respondents about their perceptions and knowledge of each focus area, past and current practices within their department, recommendations for new initiatives, and barriers to forward progress on potential initiatives. A similar survey was sent to members of the Sustainability Implementation Team (SIT) and Sustainability Advisory Committee (SAC) to identify existing practices and opportunities for collaboration. Perceived Importance of 11 Focus Areas MORE IMPORTANT Energy & Air Sustainable Infrastructure* Water Communication & Education Procurement Employee Participation Asset Optimization Waste Resiliency* Nature & Biodiversity* Social Investment* * The focus areas included in the survey were the original areas, which changed slightly after the stakeholder meetings. 41

43 Data gathering included site visits, interviews and analysis of quantitative and qualitative data that is currently collected at the airport. While DFW has historically tracked many data points, there are KPIs identified where baseline data is not readily available. A gap analysis was used to identify additional data needs and processes were developed with the stakeholders to collect the missing information. As a result, the baseline data varied in level of detail and completeness and the KPIs were subsequently divided into three categories: 1. Quantitative data is readily available: baseline performance and targets can be established. 2. Practices exist, but data collection process need refinement: baseline performance is estimated or not available and targets and initiatives include refining the process. 3. New areas where processes and practices need to be established: baseline performance is not available and targets and initiatives include establishing processes for future data tracking. Where quantitative data was available, it was analyzed and normalized and a baseline was established. Normalization factors were selected based on what was most appropriate for the metric using airport data such as enplanements, operations, square footage, acres, employees, and revenue. The baseline assessment was presented to the stakeholders and their comments were used to refine the results. TARGETS The KPIs, metrics and baseline assessment results served as the foundation for setting targets. Existing commitments and alignment with the Strategic Plan were also considered during the target-setting process. In cases where baseline data could not be established, targets included developing processes and collecting baseline data. It was critical to the airport that the targets be meaningful, achievable and approved by the stakeholders. Similar to the baseline assessment results, the targets were presented to the stakeholders and their input was used to refine the final list of targets. 42

44 A PATH FORWARD Together with extensive stakeholder contributions, DFW evaluated the vision, goals, baseline, KPIs, and targets and looked at the entire sustainability program from a holistic viewpoint. Building on a solid foundation of sustainability planning and past progress, DFW selected near-term, medium-term and long-term initiatives and practices to achieve the goals and targets. A summary of the baseline data, targets and selected initiatives are shown below for each goal. 43

45 PROCUREMENT Enhance DFW s green procurement program and evaluate the supply chain for opportunities to reduce environmental, social and economic impacts While many current initiatives focus on the airport s own actions and performance, DFW realizes that the next major focus area for sustainability is supply chain management and influencing the decisions of major airport suppliers. The United Nations Global Compact recently published several guidance documents on establishing a process to vet major suppliers that includes not only the sustainability of products purchased but also the performance record of the suppliers themselves, which served as a major resource for developing the goals and KPIs for this focus area. GOAL: Measure the sustainable materials and services procured to minimize upstream and downstream impacts KPI Metric(s) Baseline Target Value of materials purchased that have % of products purchased with sustainability No data currently available Identification of sustainability attributes sustainability attributes attributes (based on dollar value) and measurement of the baseline by 2016 % of suppliers screened for sustainability No data currently available Number of new suppliers screened using criteria Identification of sustainability attributes sustainability criteria % of suppliers that meet sustainability No data currently available and measurement of the baseline by 2016 criteria 44

46 GOAL: Measure the purchase of goods and services from North Central Texas KPI Metric(s) Baseline Target % of product purchases made locally No data currently available Definition of local products and measurement of Proportion of spending on North Central (based on dollar value) the baseline by 2016 Texas-based suppliers % of service contract awards to local No data currently available Definition of local services and measurement of companies (based on dollar value) the baseline by 2016 PROCUREMENT INITIATIVES Future Initiatives Ongoing Initiatives Near Term (1-2 Years) Medium Term (2-4 Years) Long Term (4+ Years) Green Procurement Team Define local products and services and Improve communication and tracking Collaborate on procurement in custodial, Identification of warehouse products with sustainability attributes Educational module for green procurement measure the baseline Develop process for selecting sustainable alternatives (e.g., refrigerants, paper, custodial) between procurement and other departments to streamline process. (e.g., coding in procurement tracking system is different than coding in CMMS system). TSA, and concessionaire contracts. 45

47 SUSTAINABLE INFRASTRUCTURE AND RESILIENCY Advance the Green Building Standards, develop a sustainable infrastructure program for non-building projects and evaluate and improve infrastructure for climate change impacts Like many airports, capital improvements at DFW include both building and non-building projects. The last decade has seen the advent of LEED TM as a leader in sustainable design for new building construction and, more recently, the Envision TM rating system for civil infrastructure is available from the Institute of Sustainable Infrastructure for projects such as pavement rehabilitation, transportation, and utility corridors. Using these resources, combined with their Green Building Standards, internal best practices and project planning processes, the airport strives to reduce the impacts of its development, both upstream and downstream. In addition, DFW is committed to improving infrastructure that serves the community beyond the airport s boundaries to improve regional sustainability progress. DFW also recognizes the uncertainty that exists in regards to future climate conditions and associated infrastructure performance. The Texas Climate Initiative has predicted future climate scenarios for North Central Texas rural and urban areas that include higher average and peak temperatures, higher nighttime temperatures, changes in stormwater runoff, increased precipitation, and more frequent and intense storms linked to urban expansion. The airport endeavors to assess the risk to infrastructure and business processes and ensure that they are resilient enough to perform under changing climate scenarios. GOAL: Minimize resource demands and impacts of construction for building and non-building development KPI Metric(s) Baseline Target % new projects screened for site suitability No data currently available Identification of sustainability attributes and Projects screened using sustainability criteria in the planning process % new construction or renovation projects screened for green building strategies 100% buildings screened Maintain 100% measurement of the baseline by 2016 Projects verified using sustainability criteria % of square feet of new construction or renovation project earning certification % civil infrastructure projects earning certification 0% of DFW Board facilities 50% of new construction/renovation building projects that are eligible for certification by % of infrastructure projects 50% of new construction/rehabilitation flatwork projects that are eligible for certification by

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